Training Presentation

1HUMAN RESOURCE DEVELOPMENTMULTISKILLINGHUMAN RESOURCE DEVELOPMENTGROUP 5PERSONNEL MANAGEMENT IIXAVIER INSTITUTE OF SOCIAL SERVICEGROUP MEMBERSROLL NO.NAME05Daksh Agrawal14Sneha27Navya Jain37Anand Shankar51Priyanka Srivastava65Pooja RaniHUMAN RESOURCE DEVELOPMENT2

ROADMAPIntroductionTypes of multiskillingWho needs to get multiskillingNeed for multiskillingTechniques of multiskillingAdvantages of MultiskillingBarriers to MultiskillingCase StudyBibliographyHUMAN RESOURCE DEVELOPMENT3

MULTISKILLING: AN INTRODUCTIONOrganisations typically multiskill with the intent of removing functional barriers and increasing the flexibility of the workforce; it is rarely about the ideals of job enrichment and empowerment as advocated by certain humanistic organisational change specialists. (Economist, 1991)4HUMAN RESOURCE DEVELOPMENTMultiskilling refers to training workers to be able to undertake a wide range of different jobs, instead of just one.Cordery (1995) classified multiskilling into 4 types.MULTISKILLING: AN INTRODUCTION5HUMAN RESOURCE DEVELOPMENTTYPES OF MULTISKILLINGVERTICAL MULTISKILLING: The extent to which supervisory or administrative support tasks are learned by individuals.HORIZONTAL MULTISKILLING: This is learning skills from another discipline or function within an organisation.6HUMAN RESOURCE DEVELOPMENTHORIZONTAL MULTISKILLINGSKILL BROADENING : Where minor elements and tasks are learned on top of the predominant activity (major task). So expertise is maintained in the major task with elements added to increase efficiency.

CROSS SKILLING/DUAL SKILLING : Where another major activity is learned in addition to the main craft and a person is considered competent to carry out any activity in these two main disciplines.7HUMAN RESOURCE DEVELOPMENTTYPES OF MULTISKILLINGDEPTH MULTISKILLING: This is the acquisition and application of more complex, specific skills within the same trade or discipline.

MULTISKILLED TEAMS: A multiskilled team is a group of individuals who collectively have a range of skills.

8HUMAN RESOURCE DEVELOPMENTMULTISKILLED TEAMSTraditional single skilled individuals collected into one team and managed by one supervisor, or A team of multiskilled individuals.

The intent is to have a team where the strengths and specialities are combined, which increases the range of skills available to tackle certain issues.9HUMAN RESOURCE DEVELOPMENT

MULTISKILLING INITIATIVE : INDRADHANUSH @ ACC Concrete

The concept of Indradhanush challenges the theory of one person - one role. Theaim of this development model is to train people and make them green in multiplecompetencies. The model includes a carefully crafted Multi-skill index to measureprogress. (As explained by Dr. Tanaya Mishra, Chief People Officer, ACC Concrete)10HUMAN RESOURCE DEVELOPMENT

MULTISKILLING INITIATIVE : INDRADHANUSH @ ACC Concrete

The model encompasses 3 phases:Plotting a multi-skilled profile for each of the plant personnel.Developmental initiatives through OTJ training.Assessments and remapping.11HUMAN RESOURCE DEVELOPMENT

Each colour code had aninterpretation:Red: Not capable of handlingthe job role even with support.Yellow: Capable of handling thefunction under supervision andsupport.Green:Capable of handling the function independently.

12HUMAN RESOURCE DEVELOPMENTEach colour box was then assigned a score. Once complete, the whole matrix wasconverted into a commonly understood index.The programme began with 2.26 index points out of 5.Within the first 6 months, the index moved up by 22 percent.By the end of 2010, the target was to achieve an index of 3.5.Efforts were made using well structured on-the-jobtraining through coaches who are not only experts in the coresubject but also specially trained in coaching skills.

13HUMAN RESOURCE DEVELOPMENTThe process is now well established and has brought tremendous benefits to theorganization, in terms of helping it maintain its lean and agile structure, which inturn boosts competitiveness. The whole process has also answered issues relatedto role enhancement, increase in operational efficiency, optimization of manpower,better shift management and leave plans, career development, filling recruitmentgaps and succession planning.14HUMAN RESOURCE DEVELOPMENTWHO NEEDS TO GET MULTISKILLED?It is important to understand who needs to get multiskilled. Do they need to be at a particular level or position,or doing a specific work? Interestingly, most experts dobelieve that being multi-skilled is level-agnostic.

Technical staff- People trained in technical skills need to have mastery over more than one platformNon-technical staff- The non-technical staff can be trained in support functions to save an organization considerable cost.15HUMAN RESOURCE DEVELOPMENTTraining should preferably be in related/adjacent fields, so that the existing skills of the employees are appropriately leveraged.Multiskilling is not so much about a particular level or category of employees. It is about a mindset. It is about skill sets and it is fairly level-agnostic.

16HUMAN RESOURCE DEVELOPMENTNEED FOR MULTI SKILLING In an era of specialization, the downturn has interestingly brought into focus the necessity of having a multi-skilled workforce. Multi-skilled workforce helps to avoid retrenchment, reduce hiring and increase efficiency.Possession of an additional skill goes a long way in opening new channels and opportunities for professionals. It allows the company to bring about cost-cutting in various forms and more importantly, an individual does not become indispensable for the company, or rather a company need not depend on a particular person for doing a specialized job in which he is an expert.

17HUMAN RESOURCE DEVELOPMENT A multi-skilled workforce helps in addressing customer demand faster and better. It would be self-managed and flexible according to the requirements of the company. From the perspective of the employee, multi-tasking would allow them to become diversified and maintain high levels of motivation and enthusiasm.

18HUMAN RESOURCE DEVELOPMENTTECHNIQUES OF MULTISKILLINGMultiskilling can be developed through avariety of techniques which are as follows:Coaching and MentoringJob-RotationJob-ShadowingSelf-LearningTempingTeam-based Cross-functional projects19HUMAN RESOURCE DEVELOPMENTCOACHING & MENTORINGCOACHINGTakes place between worker and supervisorCan provide specific performance improvement and correction

MENTORINGSenior employee paired with a junior employee (protg)Helps to learn the ropesPrepares protg for future advancement

20HUMAN RESOURCE DEVELOPMENTJOB ROTATIONJOB ROTATIONTrain on different tasks/positionsOften used to train entry-level managersAlso used to provide back-up in production positions

21HUMAN RESOURCE DEVELOPMENTJOB SHADOWINGJob shadowing is a career exploration activity that offers an opportunity to spend time with a professional currently working in a persons career field of interest. Job shadowing offers a chance to see what its actually like working in a specific job.The new hire may spend one to five days following the routine of the employee, learning generaljob responsibilities, observing how the tasks are carried out, and getting some insight into methods that allow for efficient handling of thejob.

22HUMAN RESOURCE DEVELOPMENTSELF-LEARNINGIn self-directed learning (SDL), the individual takes the initiative and the responsibility for what occurs. Individuals select, manage, and assess their own learning activities, which can be pursued at any time, in any place, through any means, at any age. In schools, teachers can work toward SDL a stage at a time. Teaching emphasizes SDL skills, processes, and systems rather than content coverage and tests. For the individual, SDL involves initiating personal challenge activities and developing the personal qualities to pursue them successfully.

23HUMAN RESOURCE DEVELOPMENTTEMPINGTemping means working short employment stints with a variety of clients, usually through atemping agency orstaffing firm.Although temporary, the worker bases his/her working life around this kind of work as it offers increasedflexibilityand varietyTemping is a tri-party agreement, between the client company, the third party vendor and the employee (also known as associate or temp. The temp workers work in the facility of the client companies, but receive salary and benefits from the temp agencies.24HUMAN RESOURCE DEVELOPMENTLEARNING BY DOINGNew forms of learning by doing seem to be emerging. Technology could play a role in finding innovative ways to enable skills development and greater understanding of personal actions, reactions and decisions.25HUMAN RESOURCE DEVELOPMENTADVANTAGES OF MULTISKILLINGWorkforce is more flexible.Helps in change management.Employees are better prepared to anticipate problems or requirements or other areas.Employees can assume other tasks when there is absenteeism.Employees can be moved into other positions at peak operational time.Employees become more aware of the work flow.More talent available for the organizations.

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ADVANTAGES OF MULTISKILLINGOut of the box thinking, influx of new ideas, creative solutions through role reversals and lateral moves.People in different functional areas are connected.Increasing task variety increases employee satisfaction.Greater employability for employees.Contributes towards employee training & development.Cost-effectiveness and cost-cutting.Better cope-up with technological change.Test trainees, helps identify persons strengths & weaknesses.27HUMAN RESOURCE DEVELOPMENTBARRIERS TO MULTISKILLINGDemotivates intelligent and aggressive employees who seek specific responsibility.Eventually creates a number of employees with limited job knowledge.Encourages generalization, more appropriate for developing line managers than functional staff.Sometimes, there is an undercurrent of frustration.New jobs, environment and learning can unnerve employees.Employees fear not living up to expectations.Employees are uncomfortable with the changes and cannot deal with the conflict of the role and their personality.

28HUMAN RESOURCE DEVELOPMENTMULTISKILLINGWORK SPECIALIZATIONMakes employee stretch to the limitsJobs can become to simplifiedNeeds constant support and thorough guidance throughout the process of acquiring multiple skillsEmployees become bored and tired, safety problems and accident rates increasesBeing a developmental process makes it slowAbsenteeism risesVery Sensitive issue, it is imperative to find right person for right job in right timeQuality of work may suffer

Small businesses by necessity have multiskilled peopleIndustries employee specialized workersHUMAN RESOURCE DEVELOPMENT29MULTISKILLING VS. WORK SPECIALIZATIONIMPACT OF WORK SPECIALIZATIONHUMAN RESOURCE DEVELOPMENT30

MULTISKILLING VS. WORK SPECIALIZATIONHUMAN RESOURCE DEVELOPMENT31PARAMETERSMULTISKILLINGWORK SPECIALIZATIONQuality

High HighSpeed

HighModerateDependabilityHighModerateFlexibility

HighLowCostHighLowHealth and safetyHighLowQuality of working lifeLowModerateCASE STUDYHUMAN RESOURCE DEVELOPMENT32HUMAN RESOURCE DEVELOPMENT33BIBLIOGRAPHYHuman Resource Development, Jon M. Werner & Randy L. Desimone, Pg. 151-201,Eighth Edition, Cengage Learning India Pvt. Ltd.http://wps.pearsoned.co.uk/ema_uk_he_slack_opsman_4/17/4472/1144953.cw/index.html (Retrieved February,2012)http://www.hrprofessor.com/article6.html(Retrieved February,2012)http://hsc.csu.edu.au/ind_tech/ind_study/2530/Multiskilling.html (Retrieved February,2012)

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